Performance Management: Planning & Goal Setting · 2019-07-22 · HLC Performance Management Cycle Performance Assessments HMS/SPH: May 31, 2020, HSDM: June 30, 2020 Informal Interim

Performance Management:

Planning & Goal Setting

Office of Human Resources

Agenda

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Performance Cycle, Timeline, and Process

Elements of ‘Great’ Goals

New Performance Goals Form

Coaching Phase Overview

Tools & Resources

Session Objective

• Understand the meaning and importance of goal setting

• Understand what makes an effective goal

• Learn the five principles of S.M.A.R.T goals

• Understand how to use the current goal setting form

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Coaching

Planning Assessing

Summer/Fall

HR• HR sends kick-off

message to HLCEmployee• Plan and develop draft

goals for the FY ahead • Review/revise/finalize

goals with Manager Manager• As applicable, links

individual goals to those of team/dept/org

• Convey impact of performance on pay

Ongoing

• Practical Feedback (formal and informal)

• Course correct and continue

Spring

Employee • Complete self-evaluation• Identify other reviewers

for feedbackManager• Agree, amend and seek

feedback from others (individual/multi-rater /Upward)

• Complete overall assessment

• Discuss and finalize with employee

• As applicable, convey final rating and pay impact

• Mark document complete in the system

HLC Performance Management Cycle

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HLC Performance Management Cycle

Performance Assessments

HMS/SPH: May 31, 2020, HSDM: June 30, 2020

Informal Interim Check-in

Dec. 2019 - Feb. 2020

Goal Setting & Planning

HMS/SPH: Sep. 30, 2019, HSDM: Oct. 31, 2019

Goal Setting

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A process of defining targets that create value for

yourself, your team, and/or your organization.

Why Set Goals?

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Provides direction and

sense of purpose

Accountability for specific outcomes

Fosters a culture of achievement

Motivate behavior change

Foster alignment

within groups

Identify resources +

collaboration needed

Clarify how work is

accomplished

Buildcharacter

Performance vs. Development Goals

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Professional Development Goals

Focus on how the work will get done; acquiring skills,

competencies, and knowledge needed to the

current job and/or prepare for expanded responsibilitperformies.

(Set 1-2)

Job Performance Goals

Focus on what needs to be accomplished during the year to achieve

unit goals. Include specific tasks, projects, and/or outcomes. (Set 2-3)

What are the elements of an effective goal?

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Goals That Stretch You

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Extreme Difficulty

ExtremeNovelty

SMART Goals

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SSpecific

What is the outcome expected?

Clearly state the outcome

what is to be accomplished.

MMeasurable

How will goal achievement be evaluated?

Provide the metrics to

indicate level of completion.

AAttainable

What will it take to achieve the goal?

Discuss which indicators,

activities and resources will

contribute to successful

performance.

RResults-oriented

Does the goal focus on the right results?

Describe the desired

changes, improvements or

output.

TTime-defined

By when is the goal to be achieved?

Identify the target dates and

milestones for completion.

Guidelines for Writing Measurable Goals

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Increase (funding, engagement, effectiveness)

Provide (research, service, analysis)

Improve (efficiency, transparency, communication)

Decrease (expenses, inefficiency, costs)

Save (time, resources, energy)

Measurable goals provide evidence

of forward motion and progress.

What If A Goal Can’t Be Measured?

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Clearly describe what successful completion of the

goal would look like by identifying:

• The current and desired state

• How the goal will be evaluated

• Which specific results and behaviors will indicate

success

• How you will evaluate performance against the goal

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Sample S.M.A.R.T. Goal

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Goal: Plan five customer education webinars this

quarter

S: 5 webinars

M: number of attendees and satisfaction rate

A: resources are available

R: useful for business

T: within this quarter

Development Goals: Key Questions

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What are the key skills and knowledge I need to develop to meet expectations in my current role? In my future role?

What are the key skills and knowledge I need to develop to be even more effective in my current role? In my future role?

What important skills and knowledge can I develop to help address future needs or challenges for our group?

What important skills and knowledge can I develop to help me accomplish my career goals?

What would make work more satisfying for me?

Development Goals

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“Learn by Doing” “Learn by Training” “Learn with Others”

Jobs

Projects

Assignments

Courses

Seminars

Distance Learning

Feedback

Mentors

Colleagues

Coaches

Experienced-Based

Learning

Education-Based

Learning

Relationship-Based

Learning

Development Goals: Putting it into Practice

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Development Goals and Action Plans

Discuss and identify a few specific development goals, and list activities that will foster

learning. Consider different approaches to learning: on-the-job assignments, mentoring /

peer coaching, and training or coursework.

Goal Activity

Increase editorial skills and

knowledge of Harvard’s

accounting systems.

Attend two CWD trainings: “Proofing and

Editing” and “Chart of Accounts Training” –

March

Explore interests in a future

financial management role.

Identify stretch tasks to expand

skills and test abilities in a

broader job role.

Work closely with the Associate Director of

Finance to learn more about her role and

determine what might come off her workload

to serve as a development opportunity –

Ongoing, with formal check-ins at calendar

year-end and in April

Strengthen teamwork and

collaboration skills.

Seek feedback from supervisor and fellow

team members to design the new tracking

system - October

Planning Phase Process

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Due Date

SPH/HMS: September 30th. HSDM: October 31st

1) Identify 2-5 performance goals

2) Identify 1-2 professional development goals

3) Identify relevant competencies to demonstrate and/or develop

4) Finalize by completing and saving the electronic version

Which Goals Should You Prioritize?

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• Generate the most value for your organization (such

as new efficiencies or new strategic advantages)

• Deliver the biggest improvements in your group’s

performance, such as its productivity, efficiency,

and/or profitability

• Best position your team to achieve even more

success in the future

Goals Setting Form

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Self Assessment Form

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Self Assessment Form

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Manager View

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Manager View

25Coaching

Planning Assessing

Coaching Phase

Coaching

• Process of holding the coachee as naturally creative, resourceful and whole, and completely capable of finding their own answers to challenges they face.

• Helps you stretch your sightline, get out of your comfort zone, and grow along the way. It’s a tool to support yourself and others in becoming more of the person and professional you want to be.

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Manager as Coach

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Clarity:• Set high standards

• Hold people accountable

• Stretch people; push comfort zones

• Be honest and direct

• Address performance issues when they arise

Collective Effort:• Reward and recognize good work/progress

• Help others learn and grow

• Be encouraging, empathetic, supportive, patient

• Treat mistakes / setbacks as learning opportunities

• Look for potential; foster healthy attitudes

Coaching Principles

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• The Coaching Spirit

• Presence

• Relationship and Trust

• Be Curious & Ask

Questions

• Actively listen

• Reflection & Awareness

• Feedback

• Embodiment

• Accountability

• Celebrate

Accomplishments

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Open Ended Questions

Inquiry is built on open-ended questions – questions that

don’t have a “yes” or “no” answer. These queries prompt

thoughtful analysis.

• How do you want to proceed?

• What strikes you as important?

• What are the options?

• What would success look like?

• What stands in your way right now?

• What else?

• Because?

• Then what?

• What have you learned?

• What factors led you to make your

decision?

• What do you think influenced her?

• What would you do differently next

time?

• What other factors should you

consider?

Coachable Moments

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• Tries something new

• Weighs options before making a decision

• Disagrees with a coworker or client

• Asks for your input

• Navigates a challenge

• Takes on a stretch assignment

Small Shifts, Big Change!

ePerformance Tools & Resources

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Performance Management resources and tools can be accessed at:

http://hlc.harvard.edu/home/performance-management/

Harvard Longwood Campus HR

SPH HMS HSDM

Elissa Brennan, 2-6443

Lisa Hoppie, 2-4579

Maressa Patts, 2-6441

Linda Picard, 2-2719

Simone Leary, 2-1226

Nadgie Moten, 2-1286

Diane Ramirez-Riley, 2-2040

Ryan Thibodeau, 2-3074

Jose Martinez, 2-1492

Debra Lansberry, 2-8961

Mary Anderson, 2-2366

William Budding, 2-5913

ePerformance

Trina Weekes, 2-4368 Jennifer G. Ryan, 2-3501

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